15 Diedrichs INNO-Views WS01
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Transcript of 15 Diedrichs INNO-Views WS01
8/4/2019 15 Diedrichs INNO-Views WS01
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IMP³rove –
The importance of InnovationManagement for Gazelles
Tallinn, April 27, 2007
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210/04.2007/26344d
Agenda
Innovation Management as a growth driver
IMP³rove as new approach to generate more Gazelles
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Best Practice Innovation Management capabilities ofInnovation Leaders prove the growth potential ofinnovation
Source: A.T. Kearney Best Innovator Competition 2003-2006
Longer term innovation strategy as anintegral part of the business strategy basedon deeper "Customer Intelligence"
Broader scope of responsibility along theproduct lifecycle process (e.g. develop-ment project start until "time-to-profit")
More efficient use of internal & external innovation networks
More systematic idea management resulting in a higher transfer rate (# starteddevelopment project / # successful product orimplemented process)
Applying more efficiently most recent IT
technologies as enablers for "speed" and"quality"
Success of European Innovation Leaders
EBIT as % of revenue
AveragePerformers EuropeanLeaders
Significantlyhigher growth
rate thancompetition
+~4%
>10%
Cross-industry averages
Best Practice Capabilities built by Innovation Leaders
Innovation Management as growth driver
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1) Successful product innovation projects defined as projects that result in commercialized products;successful process innovation projects defined as projects that result in implemented process improvements
Source: A.T. Kearney
Value impact from Innovation Management improvementsis achieved mainly through four different value levers
Efficiency, Speed, and Continuous ImprovementPortfolio Management
Increased developmentefficiency to minimize unitcost while assuring required
quality levels
Acceleratedproduct ramp-up tominimize time-to-
profit
Effective Continuous Improvements(processes / product extension) to increase
customer value perception
Spendingon stopped
projects
Spendingon successful
projects1)
1
TLaunchT0 TProfit
Time-to- Market
Time-to-Profit
Cumulative
profit
2
3
4
TimeIdea
Levers to Realize Impact through Innovation Management
Increased innovation spendingeffectiveness by
better innovation strategy and funnelmanagement
Innovation Management as growth driver
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IMP³rove as new approach togenerate more Gazelles
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approach
Benchmarking Consulting Follow-up
IMP³rove Consulting Process
Inno-vation
strategy
Innovationorganizationand culture
Product/process
development
Enabler, e.g. Human Resource Management,Knowledge Management, Project and Program
Management, Controlling and IT
Ideamanage-
ment
Launch/continuous
improve-ment
Innovation life
cycle management
IMC listingand ranking
Benchmarkdatabase
Online self-assessment
Library
Toolbox
Trainings
Case studies
KPIs
IMP³rove is the initiative of the EC to IMP rove I nnovationM anagement P erformance with sustainable IMP act forSMEs
Financial actors
Intermediaries
and Consultancies
Policy makers
SMEs
SME= Small and medium sized enterprise; IMC= Innovation Management Consultancy; KPI= Key Performance IndicatorSource: IMP³rove, 2007
IMP³rove as new approach
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Currently the IMP³rove approach is tested with 1,500 SMEsand numerous consultants throughout Europe
Company sizes in focus
• 5-20 employees
• 21-100 employees
• 101-250 employees
• >250 employeesIncluding innovative, youngcompanies
Industry sectors in focus
• Bio-technology, chemicals andpharmaceuticals
• ICT, electrics, optics
• Machinery, equipment (plantconstruction)
• Space and aeronautics,automotive
• Knowledge intensive services
• Textile
• Food, beverages
SME = Small and medium sized enterprise; ICT = Information and Communication TechnologiesSource: IMP³rove 2007
Countries in focus 28 countries:
All member states and Switzerland
IMP³rove as new approach
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SME= Small and medium sized enterpriseSource: IMP³rove, 2007
IMP³rove offers profound benchmarking and support indeveloping innovation management capabilities
IMP³rove as new approach
Dynamic benchmarking always
reflecting actual competitive situation
Individual definition of benchmarkingclass according to:
• Size
• Industry sector• Region
Holistic approach to InnovationManagement showing the gaps to bestpractice
Consulting workshops where roadmapfor improving the InnovationManagement performance is discussed
Strong focus on business impact of the
improvement measures
15% Growth Champions
Sample in data base for benchmarking
Basis for calculation of average
• Growth in revenue
• Growth in profit
(operational margin)• Increase in number of
employees
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IMP³rove can educate SMEs to take a holistic view onInnovation Management
Source: IMP3rove, 2007, results from Pretest; sample 90 across 5 countries
IMP³rove as new approach
5,63
4,56
4,19
3,8
3,44
0,00
1,00
2,00
3,00
4,00
5,00
6,00
208
11883
61 58
855
204
249
128
52
0
100
200
300
400
500
600
700
800
900
Producttechno-logies
& design
Serviceofferings
Process&
techno-logies
Organi-zationalaspects
Businessmodels
Productinnovations
Serviceinnovations
Processinnovations
Organi-zational
innovations
Businessmodel
innovations
Innovation strategy: Focus on selected areas Started radical innovations Started incremental innovations
Number of projects initiated by sample within last 4 yearsFocus of Innovation Strategy within sample
Preliminary results
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IMP³rove Growth Champions base their success on a welldeveloped innovation strategy
Source: IMP3rove, 2007, results from Pretest; sample 90 across 5 countries
Strategic focus of Growth Champions vs. average
44%
61%
26%
43%
35%
75%
35%
55%Systematic analysisof search areas
Setting objectives forinnovation management
Using innovation strategy asguidance for improving
products, processes, services
Taking the innovationstrategy as basis for
organizational changes
Growth Champions Average
Preliminary results
IMP³rove as new approach
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SMEs in Eastern Europe analyze more thoroughly thesocio-political trends than the average to direct theirinnovation management
Based on a Lickert scale from 1(not important) to 7 (very important)Source: IMP3rove, 2007, results from Pretest; sample 90 across 5 countries
Analysis of cultural and political trends as basis for the innovation strategy
3,3
3,0
5,4
2,2Western European
SMEs
Eastern EuropeanSMEs
Growth Champions
Growth Champions
Average
Average
Growth Champions Average
Preliminary results
IMP³rove as new approach
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SMEs are reluctant to build on external networks – onlycustomers are considered in the innovation processes
Based on a Lickert scale from 1 (not important) to 7(very important)Source: IMP3rove, 2007, results from Pretest; sample 90 across 5 countries
Involving external partners in the innovation processes
2,4
1,8
1,5
3,6
2,8
1,7
2,3
5,0
Customers
Suppliers
Clusters
Universities
Growth Champions
Average
Preliminary results
2,6
1,9
1,8
3,7
2,9
2,0
2,3
3,8
1,6
1,9
1,4
4,1
1,3
1,8
2,2
4,8
Conception phase Development phase Launch phase
IMP³rove as new approach
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IMP³rove shows, where even Growth Champions still needsupport from policy makers
Source: IMP3rove, 2007, results from Pretest
High bureaucracy is a major barrier even for
Growth ChampionsPercent of Growth Champions observing high
bureaucracy when searching for financing
Example: Financing
Knowledge of funding options
Percent of Growth Champions not knowingthe financing option
Mezzanine
funding46,7 %
Grants33,0%
Publicguaran-
tees20,0%
Bank loans6,7%
Public subsidies for R&D6,7%
Public subsidiesfor R&D47,7%
Bank loans33,0%
Grants20,0%
Venture Capital6,7%
Preliminary results
IMP³rove as new approach
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www.improve-innovation.eu
Eva Diedrichs
A.T. Kearney GmbH
Kaistraße 16 a
40221 Duesseldorf
E-mail: [email protected]
Mobile: +49 175 2659 266
Phone: +49 211 1377 2266
Fax: +49 175 13 2659 266
Invitation to all: